Konvergent has supported BT in their transformation of Corporate Functions for over two years. Our engagement supported a variety of Corporate Functions areas including HR, Finance, Fleet, Supply Chain and HR.
4 Consultants and Design Studio
Support BT in a business led corporate ERP transformation
March 2017 – December 2018
Recognising the need to invest in the Technology Organisation at all levels, BT’s IT Leadership called in Konvergent to help them formulate a strategy for managing this need in the Architecture organisation.
After an initial discovery phase, we embarked on an ambitious target archtecture and strategic roadmapping initiative for a group wide ERP transformation. Finding an effective way to engage the business partners in the critical investment planning and onboarding a large and diverse stakeholder group would be key to success for the journey ahead.
In each of our engagements in Corporate Functions, one of our consultants worked with a BT architect to not only deliver the required outcomes but also mentor them in our approach to Strategic Enterprise Architecture and Business Capability Modelling.
In the Supply Chain workstream, they succeeded in forging excellent relationships with the business and supporting programmes to achieve strategic goals. BT Supplier Management were early adopters and advocates of business capability this architecture approach used the approach to drive a £20m ITT process for a new IT solution – They attributed a 5% cost saving in development cost to using the approach which represents a ~1000% ROI on the incremental cost involved based on a PACE layering approach.
The Employee Services workstream took a Business Capability-led approach to analysing employee-facing services to develop a target solution to deliver value across IT, HR and Facilities Activities. We developed a set of recommendations based on employee pain and their issues with using the available tools to develop a roadmap to support improved employee engagement and experience.
Our long-standing support in HR has seen us work with the Senior HR Management Team to set their Strategy, work through their long-term goals for the organisation, and finally develop a target state architecture informed by HR market factors, employee imperatives and best HR practices. We used a Business Capability-led approach to reach out to Supply Chain, Finance and Procurement to fund a joint investment for a joined up ERP solution. The engagement continues to support HR through the RFI and RFP process to select a vendor for the ERP solution that will deliver strategic HR functionality for BT.
We were asked to engage with the Finance Transformation programme to help identify the issues within Finance Forecasting that were blocking progress on requirements gathering. Our architect worked with BT’s Finance Architect to develop and validate a Business Capability Model for this area that was then used to identify which activities were causing the issues and what some possible process alterations could be made to enable the programme to continue.
Because the understanding of architecture at BT was mainly technical, and because we had to move quickly to catch opportunities, we needed to limit the amount of analysis we performed to a few key models/techniques:
We partnered with architects at BT to co-create deliverables and coach them on the techniques and models we introduced. This method has several advantages:
As a byproduct of the work Konvergent were engaged for the positive ripples went further than expected.